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Page 1: Distributor Lubrication Engineer guidebook · The ExxonMobil distributor should be seen by the customer as a professional and reliable supplier of ExxonMobil lubricants and basic

Distributor Lubrication Engineer guidebook

Table of contents »

Page 2: Distributor Lubrication Engineer guidebook · The ExxonMobil distributor should be seen by the customer as a professional and reliable supplier of ExxonMobil lubricants and basic

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Table of contents

Chapters »

Foreword »

Definitions »

1. Distributor Lubrication Engineer overview »

2. Benefit of dedicated DLE »

3. Roles and responsibilities »

4. DLE calculator »

5. Recruitment guidelines »

6. DLE training »

7. Offer execution »

8. Consultation »

9. Field equipment »

10. DLE assessment »

11. PES program »

Page 3: Distributor Lubrication Engineer guidebook · The ExxonMobil distributor should be seen by the customer as a professional and reliable supplier of ExxonMobil lubricants and basic

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Definitions

AOBE Area of Best EffortAOW Accounts Objectives WorksheetATW Advance Technical WorkshopAUTO Automotive LubricantsDBC Distributor Business CounselorDLE Distributor Lubrication EngineerDSM Distributor Sales ManagerDSO Distributor Services OfferDSR Distributor Sales RepresentativesEAS Expert Analysis ServicesEB Equipment BuilderEHL Elasto-Hydrodynamic LubricationEMEBS ExxonMobil Equipment Builder SystemFES Field Engineering SupportIL Industrial LubricantsLE Lubes Engineer, Field Engineer, or

Technical Service EngineerPES Planned Engineering ServicesPOP Proof of PerformancePPE Personal Protective EquipmentPQI Product Quality IndexSD Strategic DistributorS&HE Safety and Health EnvironmentSnr DSR Senior Distributor Sales RepresentativesSTLE Society of Tribologists and Lubrication EngineersTETAT Technical & Engineering Training Assessment ToolTHD Technical Help DeskTM Territory ManagerUOA Used Oil Analysis

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Foreword

The ExxonMobil distributor should be seen by the customer as a professional and reliable supplier of ExxonMobil lubricants and basic technical services. From the management to the field sales team, the way you act and how you look should convey the same confidence, competence and professionalism that the customer expects.

To sell high-performance lubricants and services in a competitive market, a sales team needs to have a thorough understanding of its products, services and customer applications. Many of the opportunities to sell high-performance products, such as Mobil SHC™, MobilGrease™ and Mobil Delvac™, come from careful identification of the buyer’s needs. While reps are often perceived as being focused only “on the sale,” Distributor Lubrication Engineers (DLEs) are recognized as professionals whose skills can provide valuable insights into the buyer’s business. Thus, DLEs should be made an integral part of the field sales team.

This proven sales structure that includes dedicated DLEs is recommended for all distributors selling Industrial, CVL Off-Highway and Marine products.

Most lubricant suppliers sell on price and features — we win by Benefit Selling.

Exxon Mobil Corporation has numerous affiliates, many with names that include ExxonMobil, Exxon, Esso and Mobil. For convenience and simplicity in this material, those terms and terms such as “corporation”, “company”, “EM”, “ExxonMobil”, “our”, “we”, and “its” are sometimes used as abbreviated references to specific affiliates or affiliate groups. Abbreviated references describing global or regional operational organizations and global or regional business lines are also sometimes used for convenience and simplicity. Similarly, ExxonMobil has business relationships with thousands of customers, suppliers, governments and others. For convenience and simplicity, words such as venture, joint venture, partnership, co-venturer, and partner are used to indicate business relationships involving common activities and interests, and those words may not indicate precise legal relationships.

As part of the support that ExxonMobil periodically provides to its Distributors under the Lubricants Distributor Agreement, ExxonMobil is making available this Distributor Lubrication Engineer Guidebook (the “Guidebook”), and associated training material. Distributor acknowledges that it has no obligation to follow any of the recommendations or suggested guidelines in the Guidebook, and that its decision to implement any of the recommendations is completely voluntary. If Distributor elects to participate in any training associated with the Guidebook, Distributor shall select the employees that it deems most appropriate to receive the training. ExxonMobil and Distributor agree that ExxonMobil shall exercise no direct, indirect, or potential control over Distributor or Distributor’s employees. Distributor further acknowledges that the Guidebook, and any resources or training materials related to the Guidebook, provided by ExxonMobil to Distributor are solely provided for Distributor’s education and reference. Distributor has no obligation to use or implement any such training materials and ExxonMobil shall have no responsibility for any losses sustained by any person or entity relying on the Guidebook, or any training or materials related to the Guidebook.

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Chapter 1 2 3 4 5 6 7 8 9 10 11

Objectives of a DLE — The key objectives for DLEs employed in the distributor organization are to provide technical support, protect existing customers, and seek new business opportunities in upselling and conversion to improve the organization’s profitability.

DLE work scopePosition description

Key deliverables of position: • Provide technical support for the • Accountable for the implementation of all implementation of new products and

technical support programs within the territory marketing campaigns.of responsibility. Implement established • Document results of technical projects to account strategies and deliver lubrication quantify savings and/or cost avoidance using solutions to key customers in line with the Benefit Reports and Proof of Performance.Distributor Services Offer. Direct and • Work with DSM and DSRs to develop new coordinate all "on-site" analytical investigations. industrial and automotive customers. Identify

• Support the business sales goals, primarily with customer needs. Using Benefit Proposals, Mobil SHC™, MobilGrease™ and Mobil communicate proactively with target account Delvac™ products, to focus sector customers. technical staff to promote early adoption of

• Clearly document all customer benefits and Mobil™ lubricants and programs.obtain appropriate recognition from customer • Identify and secure product upgrade management. opportunities.

• Act as technical resource for the distributor Key responsibilities: sales team.• Develop individual account strategies in • Provide feedback on industry segment trends,

support of the Distributor Sales product performance, equipment functions, Representatives’ (DSR) territory sales goals. etc., to the distributor management team.

• Consult and plan with DSM, DSRs and FES to • Present training courses to new sales staff and implement Planned Engineering Service and customers on lubrication fundamentals, basic appropriate technical programs for nominated product knowledge, applications and basic customers where applicable. technical programs as per the Distributor

• Identify and quantify profit improvement Services Offer.opportunities with existing customers.

• Implement and evaluate technical programs for customers.

5

See Chapter 3 — "Roles and responsibilities" — for more details.

1 Distributor Lubrication Engineer overview

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Key competencies and behaviors

Customer responsiveness Identifies customers' concerns and improves existing level of service, responds positively to customers' requests or complaints.

Health and safety awareness Has full understanding of safe work practices and acts in a manner consistent with local laws. Able to undertake planned inspection of customer sites and develop improved work practices.

Business acumen Identifies current cost/value opportunities. Understands how these will impact the cost of delivering service offer to the customer and the actual/perceived value to the customer.

Open thinking and learning Has the confidence to challenge fixed assumptions. Eager to try new approaches and acquire useful new skills.

Bias for action Is keen to get results. Looks for opportunities before being asked. Takes responsibility for overcoming obstacles.

Decision-making and judgment Makes sound decisions in a timely way to ensure action.

Communication skills Conveys information fluently, interpreting and clarifying details and explaining rationale. Confident in presentation and discussion of factual data with an audience. Can write clear, cogent reports.

Teamwork Encourages and respects contributions of others at all levels and is sensitive to their different needs and motivations. Volunteers information and ideas.

Typical job description

Skills and knowledge

Customer development Adequately understands customer business processes. Develops and implements strategy for the development of the commercial relationship.

Sales presentation Gives convincing well-argued presentations, offering needs-based solutions focusing on the key elements.

Negotiation skills Able to prepare simple negotiation strategy with risk analysis and predicted outcome. Effectively applies skills and techniques of negotiating.

Product and technical service Understands the applications and advantages of all products and supporting technical services. knowledge Guides the customer to use an appropriate mix of products and technical services based on a clear

understanding of the solutions.

Brand offer Able to identify the buying behavior of customers and address their needs with the appropriate offer.

Equipment familiarization Has knowledge of equipment and principles of operation.

Information resources Has knowledge of information resources.

Troubleshooting problems Capable of troubleshooting and/or sourcing support when necessary to tackle problems and provide solutions.

Information technology skill Is a confident PC software user. Able to apply PC skills to improve efficiency and solve business problems.

1 Distributor Lubrication Engineer overview

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Goals and advantages of a dedicated DLETo improve distributor business, a DLE will:

• Be a product and application technical • Utilize access to ExxonMobil technical resource — Knowledgeable about both selling tools — ExxonMobil will assist the product and application, should be able to DLE with the selling tools, updated with the provide lubrication solutions through technical latest technology progressively, to improve supports. Offering this service from within your their competency.organization shows customers that you can meet their basic needs. • Become distributor technical trainer —

Benefit to distributor: Retain existing A trained DLE should be able to provide

customers and gain new customers. lubrication fundamentals training to customers, and on ExxonMobil products,

• Sell more Mobil SHC™, Mobil 1™ and Mobil services and technical expertise. DLE will be Delvac™ products – enhancing profitable a technical resource for the distributor to rely growth — The more opportunities we can find on for quick response and basic technical to sell flagship products to customers, the inquiries/requirements. Distributors should more chance we have to help customers/end also leverage the Mobil™ Technical Help Desk users. This helps to make the customer’s for this purpose.business more sustainable, and it helps distributor avoid competing on price. • Improve the technical confidence of

Benefit to distributor: Secures account, distributors — Distributor confidence can be

increases potential to extract higher margins/ won with the help of a highly effective and

improve account profitability in the long term. competent DLE. ExxonMobil distributors can compete and win with a dedicated DLE.

• Provide technical credibility on new business gain efforts — This gives the customer • Build relationship with customer's

confidence to trust the distributor with its technical people — A dedicated DLE will

lubricant business. normally work closely with his/her technical

Benefit to distributor: Creates differentiation network contact to understand the customer

and increases potential to gain new business. needs and educate customers on TCO concepts, and then provide lubrication solutions

• Introduce PES approach to distributor’s rather than selling the product on price. customers — DLE will get the opportunity Benefit to distributor: Allows distributor to to learn customer better and understand extract more margin/increase their profitability customer’s objectives, and with that (a more sustainable approach with Mobil™ products).knowledge will help distributor find saving/earning potential with customer. • Manage technical program/product introduction

Benefit to distributor: Secures account — A dedicated DLE will improve the deployment

and increases potential to improve account of technical programs according to the DSO.

profitability in the long term. The DLE will focus on these programs to ensure successful implementation.

2 Benefit of a dedicated DLE

Please refer to the DLE justification tool to help determine the potential value DLEs can bring to the distributor organization: Open DLE Justification tool > Upon downloading, the file will indicate it is locked. Click "Read-only" to access. Do not enter a password.

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3 Roles and responsibilities

DLE roles and responsibilities

Work safely – at work site — Dressing in the Implement and roll out ExxonMobil program correct, personal protective equipment (PPE) — DLE should participate in all ExxonMobil and shows the customer you are professional. SD-relevant programs and provide the up-to-Following good safety practices is not only smart, date technical information to clients. but it also makes good business sense. Refer to Attachment I for the recommended PPE. Benefit selling — The DLE must be able to sell

product and technology based on product benefit Ethical behavior — The DLE and SD should rather than price. observe all local laws and regulations.

Upselling — Use flagship products for upselling Product and application support — (this can be – leverage Proof of Performance (POP) to help reactive and proactive). customers understand how these products will • Reactive — Having a competent DLE who is help to improve their equipment performance.

capable of visiting the customer immediately to conduct basic on-site troubleshooting and Sell flagship products — The benefits of using to identify the root cause of a problem will not flagship products should easily outweigh the only save your business with that customer, it higher costs in critical and high-stress also will provide an opportunity to show how applications. Once customers make the change, you are different from other oil companies. they will be very reluctant to change again.

• Proactive — Provide on-site service, such as oil purification or evaluation of storage and Competitive conversion — Benefit selling skills handling. (Customers can become so reliant with proven performance experience, plus with on this service in their maintenance practices total technical support to convert non-that losing you as a supplier can become a big ExxonMobil product.problem.)

Report writing — One important part of a DLE's Training — A DLE is expected to train both their role is the generation of benefit reports and customers, and their own personnel with updated Proof of Performance. In reality, this is possibly information and technology from ExxonMobil. A the most important task a DLE can undertake. trained DLE should be able to adequately present Normally, the work conducted, and benefits lubrication fundamentals, Mobil ServSM Lubricant achieved, are rarely communicated back to Analysis, and storage and handling best practices, customer management or decision-makers. to existing and potential customers. It is therefore vital that we communicate our

achievements through formal reports.Winning new business and protecting existing business — Winning new business takes a lot Expense control — DLEs are responsible for SD more resources than maintaining an existing initiatives and program implementations, and business, so looking after existing customers should always factor in the cost and expenses makes good business sense. We can often incurred to run the programs. The bottom line is leverage our established customer base to win that the DLE should bring profit to the SD at the new business in the same market. Engineering end of the programs.services can help maintain and build strong customer relationships.

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Improve profitability through new and existing customers.

New customersThe DLE's primary function is to convince new customers of the benefits they will enjoy by using distributor-supplied ExxonMobil products and/or services and thereby win the business at higher margins.

It is impossible to present specific customer benefits if you don’t know the customer. Therefore, winning business at high margins requires a planned approach that includes site visits prior to the submission of your offer. The DLE must complete a plant audit to identify opportunities that can be identified as tangible customer benefits in the offer and at any presentations during the decision-making process.

Existing customersThe DLE's primary function is to improve the profitability of existing customers by identifying and implementing opportunities to sell flagship products and, where possible, to sell services such as Mobil ServSM Lubricant Analysis (used oil analysis) and on-site inspections.

The DLE will achieve this by building strong relationships with key maintenance staff, and identifying clear and quantifiable benefits for the customer. If the clients perceive that we are helping them, then they will share other opportunities with us.

Not all opportunities will lead to a sale of flagship products, but they will create tangible and intangible benefits that the customer should acknowledge by signing a benefit report. When presenting the benefit report for approval, it is also useful to have a draft Proof of Performance (POP) for the client to consider. Some protocols prevent customers from endorsing any external document, so it is always a good idea to understand their position before presenting a POP.

These endorsed reports will assist the sales team when negotiating higher prices or new contracts.

Characteristics of a successful DLE Requirements of a successful DLE

• Energetic • Intelligence: Good psychometric • High self-confidence test scores• Positive attitude • Education: Post-secondary education, • Diligent & persistent prefer degree in mechanical or • Self-motivated marine engineering• Ability to work alone • High safety awareness• Ability to work in a team • Experienced hire: Experience in • Competitive technical application role• Professional appearance • New graduate: Preferred bias • Persuasive toward technical sales• Disciplined • Strong analytical skills• Good time & project • Good communication skills: Local

management skills and others depending on customer • Results focused (e.g., customer has English-speaking • Technical understanding decision-makers)

3 Roles and responsibilities

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Industrial lubricant Auto lubricant

Servicing customer needs Include all accounts that have service contracts or Add a percentage of total IL time. 10% to 20% should (practical) commitments. be sufficient.

Include all opportunities for upselling or winning flagship product sales.

Include travel time.

Then add 20% to 30% for supporting others' customers with unplanned service.

Calculate the time needed to support DSRs with new target customers. This will depend upon the maturity of the AOBE.

Research and reporting (theory) Assume one day per week in the office for project research, customer and DSR queries, and report writing.

How many DLEs? Has knowledge of information resources.

Capable of troubleshooting and/or sourcing support when necessary to tackle problems and provide solutions.

Objective

The objective of the DLE calculator is to provide the distributors some guidance in determining the number of DLEs they should engage based on their business need. The DLE calculator should not only consider the current structure and technical competency of the sales organization, but should also consider the business demographics. This document provides both a simple calculator and a more detailed version that can aid a distributor to determine the optimum number of DLEs to support their business goals.

Typically, at least one dedicated DLE should be considered if:• By volume: IL > 3kb and/or PCI > 7kb• The AOBE consists of many medium-to-large focus sector customers• Expertise in a focus sector creates a competitive advantage

As a reference:

4 DLE calculator

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Example of DLE calculator

The following table is a checking tool for the DLE allocation. The plan below requires two DLEs.

DLE allocation form — Simple version

Time needed for dealing with customers

DLEe' effective time in dealing with customersNumber of DLEs needed

Quantity Number Total Working Number Monthly Number Number Total of hours hours hours per of hours working of hours of hours in number needed needed day per reporting days for dealing of DLEs per person per day internal with neededcustomer per meetings customers per person or training per month month per per DLE (including month (including travel per travel time) person time)

A B C=A×B D E F G H=(D- I=C÷ HE)×F-G

Develop 6 5 30 8 1.5 25 4 158.5 0.20New Customers

Maintain 20 8 160 8 1.5 25 4 158.5 1.00Old Customers

Upselling 12 10 120 8 1.5 25 4 158.5 0.75

Total 38 23 310 8 1.5 25 4 158.5 1.95

Total 38 23 310 8 1.5 25 4 158.5 1.95

Note: The total number of DLEs will vary by AOBE. A DLE will typically service large and demanding customers and support the growth of flagship products. Travel time is also an important consideration.

4 DLE calculator

Open DLE allocation form detailed version > Upon downloading, the file will indicate it is locked. Click "Read-only" to access. Do not enter a password.

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5 Recruitment guidelines

Guidelines for recruitment and selection

This information should guide the distributor’s Human Resources Manager to hire the right person for DLE position.

EM support submit a request to hire form (see example page EM support (DBC, LE, TM) for all stages of DLE 13). CV and the form can be also useful for recruitment process is available. Your DBC plays narrowing number of candidates for next stages the main role in evaluating your needs for DLE, of the process. area of activities, and specific roles and

Assess and interview responsibilities that lead to DLE job description. Evaluation of technical skills and job required in a LE should be engaged for assessment process DLE should be based on the TETAT (Technical and specific to technical assessment (TETAT — see Engineering Technical Assessment Tool), and for Chapter 10), which will help to develop DLE in evaluation of business skills, behavior and Lubes distributor target markets. TM can be consulted as sales skills the DLE Assessment Matrix can be far as internal candidate from DSR team is used (see DLE Assessment and Appendices). considered. DBC and LE on distributor demand Once the technical skills and job required in a DLE can participate in other stages of the process, are identified, the job interview will be the primary including interview committee and decision. source to identify and assess these in candidates.

Job description A job reference may be the most effective way to DLE job description, in addition to standard job learn about dependability, follow-through and related elements, should contain deliverables, ability to get along with coworkers. Consider using responsibilities, activities and behaviors (personal work samples to ascertain specific job skills — and technical competencies) related to specific prepare specific interview probing situations/roles in area of DLE activities in distributor questions and evaluate strong, adequate and organization. See Chapter 1 and also Chapter 3 weak responses.for more information on DLE R&R.

Prepare questions you will ask of each applicant Recruitment source and develop a form that includes the questions, It is advised to consider promotions from within interviewer name, date, name of applicant and distributor organization as first recruitment source position being filled. The form should have space (with preference to IND DSRs). This is the source for noting responses to questions, follow-up that, from experience, gives the highest quality questions, and for additional comments. Each experienced applicants and best fits to the interviewer should have an interview form for distributor organization sales team. The internal each applicant.candidate is usually well-assessed internally and

Committeetried in field on DLE related projects. Other It is recommended to use a hire committee. The sources such as technical schools or technical panel could comprise EM personnel such as DBC, associations such as STLE can be alternatively LE and TM with HR Manager who is committee used. lead. Committee gives better evaluation of the

Recruitment documents candidates by various functions of the distributor The distributor Human Resources Manager and EM. Each committee member should give coordinates the hiring process for classified their question(s) to HR Manager, who then employees and other candidates; they should prepares the lists of all questions for the

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5 Recruitment guidelines

candidates and lists of evaluations for the reference checking, review all information committee members. Best if the session can be gathered about your candidates. Review job organized by HR Manager in one time and the related skills. Match applicant data with the skills same questions can be asked to all candidates. and qualities required for a DLE. Make rank list of Completing reference checks by all committee preferred candidates and make final decision. members is a critical part of the selection process. Informing selected candidate Making hiring decision It is recommended to prepare consistent After completing the selection process, including information for DLEs on selection results together evaluation of written materials, interview and with formal documents to be signed.

Guidelines for recruitment and selection (cont.)

Applicants registration form example

Applicants registration form

Post applied:

Name Sex

Present address

Telephone Email

Education qualifications (from high to low)

Time School/College Major Degree obtained

Working experience

Time Company Position Job responsibilities and achievements

Awards and certificates obtained:

Skills:

Hobbies:

Salary expected: Available working date

The above information are true and genuine. Applicant signature: Date:

Information you can request from applicants varies by country. Please ensure that the information you are requesting is legally allowed and abides by local privacy laws.

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Training provides the foundation for enabling ongoing development of a DLE. Training increases job satisfaction and improves the ability of the DLE to contribute to the organization’s profitability.

I. Distributor in-house training — By company employee

II. General knowledge

Pre-job training Orientation Market visit withon joining first week Sr. DLE/DSR

6 DLE training

Module 1-8• ExxonMobil company knowledge

Delta training phase I Within 3 months • Product knowledge• Fundamentals of lubrication• Introduction to services conducted by TM/DBC

Module 9-16• Lubrication of machine

componentsPrerequisite delta 1Delta training phase II • Planning and developing call

communication with customers• Safety guidelines• Technical portion by LE

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III. BAT modules 1-10

IV. Engineering services

1. Pulp & paper2. Off-/On-highway 3. Plastics4. Gas engines5. Power gen6. Industrial synthetics7. Unleashing customer productivity8. Compressors9. Bearings10. Automotive, PVL installed

PES (Plan Engineering Service) Used oil analysis• PES concept • Test method• Setting PES objective • Sampling • How to choose PES accounts • Interpretation• Process of PES • Field test kits• Benefit selling • Mobil ServSM Lubricant Analysis

Document writing Customer complaints• Benefit report • General complaint• Proof of Performance (POP) • Performance complaint• Engineering report • Complaint report • Summary report • EHL calculation

Seminar/Programs• DLE with experience

Field visit to conduct• Plant study • LE to initiate/assist• Inspection• Suffering points

Customer complaints• Troubleshooting• Handling • How to choose product/

EMEBS/PRODUCT SELECTOR/THD

6 DLE training

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V. Advance training course (advance technical workshop)

Note: Use the Skill Matrix (Chapter 10 — DLE Assessment) to determine the DLE training requirement. The rating can be conducted by the ExxonMobil Technical team and the Distributor Sales Manager.

DLE competency development roadmap

16

Knowledge

Services

1 month

In-house training

Document writing

Used oil analysis

Seminar/Programs

DELTA — I

Field visit

Product selection

Customer complaints

Planned engineering service

DELTA — II

BAT modules 1-10

3 month 6 month 12 month 24 month

Advance trainingcourses (ATW)

Specific industries Requirement• Wind turbine • Minimum 2-3 years' experience• Pulp and paper• Gas engine• Lubrication failure• Cement/Open gear• Turbines• Steel industry• Gear

6 DLE training

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I. Distributor in-house training

II. General knowledge

III. Business and technical

Employment period Training/Activity Resource/Tool Responsible person(s)

< 1 week Orientation Distributor in-house DSM

< 1 month Basic overview of local lubricant business

Distributor in-house DSM

< 1 month Basic overview of Mobil™ products DSM

< 3 months LMS module — WSML LMS DBC/TM/DSM

< 3 months Market visits/OJT DSM/Sr. DLE

Employment period Training/Activity Resource/Tool Responsible person(s)

< 6 months DELTA — Phase I (Pre-requisite: LMS training) - ExxonMobil company knowledge - Product knowledge - Fundamentals of lubrication - Introduction to services

DELTA I materials DBC/TM/ LOB advisers

< 12 months DELTA — Phase II (Pre-requisite: DELTA I) - Lubrication of machine components - Planning and developing call communication with customers - Safety guidelines

DELTA II materials LE

Employment period Training/Activity Resource/Tool Responsible person(s)

> 12 months BAT modules 1-10 (Pre-requisite: DELTA I & II) 1. Pulp & paper 2. Off-/On-highway 3. Plastics 4. Gas engines 5. Power gen 6. Industrial synthetics 7. Unleashing customer productivity 8. Compressors 9. Gearbox/couplings/bearings 10. Automotive, PVL installed

BAT materials LE/LOB advisers

6 DLE training

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IV. Engineering services

Employment period Training/Activity Resource/Tool Responsible person(s)

> 3 months Document writing OJT/Coaching LE/Sr. DLE- Benefit report - Proof of Performance (POP) - Engineering report - Summary report - EHL calculation

> 3 months Field visit DELTA II materials LE/Sr. DLE- Plant study - Inspection - Suffering points - Troubleshooting - Handling & storage

> 3 months Used oil analysis DELTA training LE/Sr. DLE - Test method Technical topics - Sampling OJT/Coaching - Interpretation - Field test kits

> 3 months Product selection Sell sheets LE/Sr. DLE- How to choose product Technical topics - EMEBS Technical help desk

OJT/Coaching

> 6 months Seminar/programs OJT/Coaching LE/Sr. DLE- < 12 mths: Led by LE/Sr. DLE - > 12 mths: Led by DLE self

> 6 months Customer complaints LE/DSM/Sr. DLE- General complaint - Performance complaint - Complaint report

> 12 months PES (Planned Engineering Service) PES templates LE/Sr. DLE- PES concept OJT/Coaching- Setting PES objective - How to choose PES accounts - Process of PES

- Benefit selling

V. Advance training courses (advance technical workshop)

Employment period Training/Activity Resource/Tool Responsible person(s)

> 24 months Specific industries - Wind turbine - Turbines - Pulp and paper - Steel industry - Gas engine - Gear lubrication failure - Cement/open gear - Others

LE/LOB advisers

6 DLE training

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Support tools for the DLE

ExxonMobil Equipment Builder Service (EMEBS) Elastohydrodynamic lubrication (EHL) —

and Product Selector — A database of A widely encountered mixed boundary and fluid

ExxonMobil lubricant recommendations and film lubrication regime. A DLE needs to

support information from equipment understand how to make an EHL calculation for

manufacturers across the globe. The DLE needs bearings and gears, work with an ExxonMobil

to be able to access and use this database. Lube Engineer for the calculation, and then make lubricant recommendations to customers.

Online Product Data Sheet (PDS) — Product Data Sheets are available online. To search Planned Engineering Service (PES) templates

for the latest product update, please view at and PES planning sessions — A standardized,

www.mobilindustrial.com and MSDS. proactive ExxonMobil Lubrication Engineering approach to lubrication with major accounts.

Technical help desk — Phone or email access DSRs and DLEs need to understand the principles to ExxonMobil Engineers to answer technical associated with PES and the many supporting lubricant, lubricant application, and Mobil documents/techniques available for carrying out ServSM Lubricant Analysis questions. their tasks.

Mobil Serv Lubricant Analysis — A key tool in any DNet — Computer access for most information Condition Monitoring program for any customer. and data required to help in the sales support. The DLE needs to be able to know how to register Data could include Product Data Sheets (PDS), a customer/sample and interpret used oil analysis Material Safety Data Sheets (MSDS), and others.data to assist customers.

Mobil Serv Power Writer (MSPW) — A persuasive Product quality complaints — Concerns on writing tool that helps develop powerful unused product require a formal process to be communications including structure, graphics and followed to seek resolution. A DLE needs to branding. DSRs & DLEs need MSPW to develop understand the process for carrying this out. impactful engineering reports, sales proposals and

Power Point presentations.

7 Offer execution

Market offer

Being trained either in-class or on-the-job will enable the DLE to develop the technical offer, and they are expected to execute these offers:

• Product Selector tool • Equipment inspections (gear, hydraulic, • Technical help desk compressor, etc.) standard operating procedures• Understanding IL sectors • Product applications• Lubrication fundamentals • Product information• Proof of Performance model documentation • Technical bulletins• Oil cleanliness guidelines • Technical links• Predictive maintenance • Technical presentations/customer • Troubleshootings training modules

EM will assist and provide the support tool for the DLE to execute these offers on the following page.

Note: The DNet program is available in selected countries only. Please check with your respective DBC for your country rollout plan. The "10 phases of lubrication" will assist the DLE in performing the offer.

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10 phases of lubrication

1. Fewest correct lubricants — A large number 7. Oil purification — Oils should not be discarded, of suppliers results in costly replacement of but reused to reduce lubrication costs. Suitable orders, fails to place responsibilities for problems, purification equipment is available if sufficient oil and presents a potential source of error in the is available to justify its cost.selection and the use of products.

8. Lubrication controls — Simple, effective records 2. Lubrication instructions — Provide reference should be kept so management can be kept informed materials to client to help in the selection of regarding the improvement gained in lowering costs correct lubricants to ensure machines are to be of maintenance, lost production and lubrication. The properly protected. records should be simple and effective because they

will serve as a basis for future comparisons. 3. Lubrication organization — A properly organized lubrication department will ensure that 9. Training of plant personnel — To maximize correct lubricants are used efficiently. Supervision, benefits through lower maintenance, production with the necessary manpower to maintain desired and lubrication costs, maintenance and operating control, will supply the protection desired with low personnel should be advised of the fundamentals of maintenance and operational costs. correct lubrication, which can be done through a

series of educational meetings.4. Lubricating devices — Application labor is costly. Lubricants need to be immediately available 10. Preventive maintenance — Excessive wear of when required if maintenance is to be kept low. production machines can be prevented by taking Reductions in consumption are possible. precautionary steps before machine failure (and the

resulting high maintenance and associated loss of 5. Storage and handling — Lubricants are production costs). Effective cooperation between delivered clean and should be maintained this maintenance and lubrication departments is way. Economical inventories are desired. Handling required to ensure this.of product is costly and should be reviewed to keep operating costs low. Waste of product can be controlled.

6. Lubricant life — Oils rarely deteriorate. They should be cared for correctly and kept free of contaminants, so the maximum useful life and the expected machine protection will be achieved. Control over the extended use oil in enclosed lube systems is desired.

7 Offer execution

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Objective of DLE reporting is to seek guidance and provide updates on technical activities (e.g., technical problems, advice sought or given, or customer development).

• DLE and ExxonMobil Field Engineer professional should interact, when necessary, to obtain guidance, advice, and solutions to customer concerns. Example: EB information not available in EMEBS.

• Call report — DLE should fill in a call report after every visit and, if necessary, discuss with the DSM. Any concern should be noted and reported immediately.

• DLE should keep a record of the customer recording demand, and technical problems and issues for reference. This open file, or evergreen record, will be useful as reference for future prospects or customer development in upselling or conversion.

• DLE should plan in advance, for any discussion with the customer, drawing on ExxonMobil resources as necessary to follow up with required professional or expert assistance. Prospecting, however, should always be done upfront by DLE before calling for such FES assistance.

• When faced with urgent and/or critical situations, DLEs are encouraged to collate all questions for the THD or, when necessary, the ExxonMobil Field Engineer, and ask them during the review session. It is important for the DLE to self-help first using the available tools/resources of “Mobil Performance App” and "DNet" during his/her discussions with customers. However, DLE should pose and discuss with the relevant ExxonMobil resources and/or supporting functions for urgent and/or critical situations.

• DLE monthly submission scorecard (key performance indicators and competency assessment status) should be reviewed, and outstanding issues addressed on a regular basis with ExxonMobil professionals to facilitate guidance and help.

• The distributor sales organization should follow ExxonMobil account planning approach for consultation with ExxonMobil professionals on customer need assessments, and developing plans for major and PES accounts. An example for a simple planning and pipeline management tool is below for guidance.

8 DLE consultation

Open simple planning and pipeline management tool > Upon downloading, the file will indicate it is locked. Click "Read-only" to access. Do not enter a password.

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Objective — The DLEs' purpose in carrying basic field equipment is to assist existing or potential customers in collecting information and data about a particular situation for further investigation and report submission. To a certain extent, some portable field equipment that enables basic tests to be conducted on-site can assist customers in resolving some of the technical problems without further investigation.

It also demonstrates the DLEs' technical competency and professionalism in servicing the customers, and helps to build customer confidence in distributor and secure the account over the longer term. The DLEs are recommended to carry this listed field equipment (some listed when required):

√ Measuring tape PPEs should include, but not be limited to, the √ Knife following (i.e., should be site specific):√ Laser pointer √ Hard hat√ Digital camera √ Safety shoes√ Infrared temperature gun √ Safety glasses√ Flashlight √ Gloves√ Thermometer √ Ear plugs√ pH paper √ Working coverall√ Refractometer (for cutting fluid customers) √ Florescent/high vis. jacket√ Empty sample bottles √ Padlock√ Visgage

Note: It is the responsibility of the distributor and the DLE to √ Filter patch (can be found in field test kit/ understand the usage of each test kit used and to be trained portable test kit) before using some of the portable test kit Tools, especially when

using calcium hydride to test for water content. √ Water test kit (can be found in field test kit/ portable test kit)

√ Portable test kit (IL, hydraulic, Marine, CVL Off-Highway) selection to depend on market requirements

√ Gear inspection test kit

9 Field equipment

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The DLE competency assessment is designed to help Distributor Sales Managers (DSM) understand why and how to measure the proficiency levels of the DLE. This chapter aims at providing the tools and processes to help measure the DLE's skills/knowledge and areas where they need to improve. Once you have identified the areas that a DLE needs assistance with, you can recommend the specific training to improve his/her effectiveness.

Topics in this chapter

• What is a competency assessment process?• Who should assess a DLE?• Why should we assess a DLE?• How often should we assess a DLE?• Guidelines on how to utilize this assessment process most effectively.• Appendices — DLE Overall Skill and Assessment Level Matrix

What is a competency assessment process?

The DLE assessment process helps identify and measure gaps in the competencies that DLEs should have to perform their jobs effectively. A DLE competency assessment should be performed based on the DLE Skill and Assessment Level Matrix, which consists of four assessment categories:1. Business skills2. Behaviors3. Lubes marketing skills4. Technical knowledge (utilize the TETAT for a more detailed assessment of the competency level to

execute the technical offer and steps to close gaps)

The DLE Skill and Assessment Level Matrix lists the level of performance required for each skill. The DLE assessment sheet is an input form for the DLE’s skill levels and serves as a tool to identify/measure core competencies as well as any areas needing improvement.

The TETAT is the assessment tool that helps to develop a DLE in distributor target markets. It provides a more in-depth assessment of product technical knowledge, lubrication application expertise, and ability/understanding to execute key technical services. In addition, the TETAT provides a five-year road map and training courses to help bridge identified competency/skill gaps. Contact your LE for assistance with preparation and performance of the TETAT.

Who should assess a DLE?

Competency assessments can be best reviewed by distributor management. ExxonMobil technical is best suited to provide guidance and advice on the technical competency of the DLE.

10 DLE assessment

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Why should we assess a DLE?

The primary purpose is to understand the DLE's skill/knowledge gaps and address them with a training solution, to improve their job performance. The DLE assessment is integral to helping a DLE reach his/her optimum performance. It is useful for DSMs to identify areas where their DLEs can improve their performance effectively. The DLE assessment is used to identify a DLE’s training needs, as well as a way to help his/her career. A high-performing DLE will add value and help improve your overall business.

How often should we assess a DLE?

A DLE should be assessed at least once a year or when changing jobs. Evaluating a DLE at regular intervals will help measure how his/her skill gap is improving. Ideally, DLE assessments should be performed early in the third quarter of each year. This will help identify the training needs that are required to address the skill deficiencies.

Guideline for an effective competency assessmentThe following recommendations should help you implement competency assessments within your organization. First, review the tools available for DLE assessment, and then the step-by-step recommendations on how to conduct a DLE assessment.

Tools

DLE Skill and Assessment Level Matrix • The material offers recommendations on the required competencies of a DLE. It is also used as an

input sheet that can easily identify gaps between the DLE’s current skill levels and those required for each competency. (See link below for more details and actual input.)

• In addition, the DSM should implement an ongoing stewardship of the overall assessment of the distributor’s ability to execute the Mobil ServSM (technical) offer.

Open DLE Skill and Assessment Level Matrix sheet > Upon downloading, the file will indicate it is locked. Click "Read-only" to access. Do not enter a password.

Step-by-step recommendations for conducting the DLE competency assessment

Step 1: Preparing the assessment Step 3: Completing the DLE assessment sheet• The DLE should come prepared to discuss • For each of the competencies you are

his/her performance. assessing, review the DLE Skill Level Matrix • Make certain you have access to the tools and determine at which level your DLE should

mentioned above. be performing to conduct his/her job • Have complete data on the DLE you are effectively.

assessing in order to perform a well- • In the assessment column, the DSM should fill documented assessment. out the level at which the DLE is actually

demonstrating that competency. Step 2: Understanding the DLE competency model • The DSM should mainly focus on business skills • Read through the DLE Skill Level Matrix and be and behaviors.

sure you have a good understanding of the • The SD management team should take a different competencies that are required for supporting role in the DLE assessment.an effective DLE.

10 DLE assessment

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Planned Engineering Service program

Our philosophy —“Planned Engineering Service unleashes productivity and helps your equipment reach its maximum potential." At ExxonMobil we don’t just provide lubricants that improve your productivity. We also offer unsurpassed industry expertise, tools, and programs to extract the most value out of our lubricants and your machinery.

What is Planned Engineering Service (PES)? It is a planned, proactive approach to lubrication maintenance that aims to assist our customers in maintaining maximum usage of production equipment and lowering overall unit costs of manufactured products. A PES offer gives us the ability to hold and obtain new business at prices above the competition by establishing a long-term customer relationship.

A PES is a promise of measurable, specific benefits that the customer can expect by using Mobil™ lubricants. This method of turning product performance and engineering expertise into advantages benefits the customer.

Benefit of PES• Builds and maintains a long-term customer

relationship• Holds or gains new business with higher

margins• Allows acquisition of greater knowledge of

customer's business• Replaces non-ExxonMobil products

(cross-selling) and upgrades opportunities• Enables price increases and price differentials.• Opens up opportunities to sell services• Optimizes workload and knowledge

Implementing PESImplementation follows the sequence below:1. PES account selection2. Preparation3. The four-step process: • Mutual planning • Objective execution • Benefit documentation • Annual business review

The PES processPES is a robust and consistent methodology that enables ExxonMobil to deliver services that add value for our customers, for example:• Extending equipment life• Reducing downtime, especially unplanned• Extending oil drain intervals• Reducing lubricant waste

The Mobil™ Planned Engineering Service process

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11 PES program

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The PES opportunity areas How PES helps the customer

PES focuses its services on the following areas PES is a planned approach to the science of to deliver an added value to our customers: lubrication.• Sustainability

ExxonMobil offers unsurpassed industry expertise, • Mobil SHC™ synthetic lubricantstools and programs to extract the most value out • MobilGrease™

SM of our lubricants and your machinery.• Mobil Serv Lubricant Analysis (used oil analysis)

Each plant provides a unique situation where PES • Gear inspection

can help improve the customer’s operation. Sales • Hydraulic inspection

and engineering teams put their recommendations • Correct lubrication

to the customer in writing.• Equipment Builder services• Training• Other areas as required

Four steps to unleash productivity with customer• Mutual planning• Objective execution• Benefit documentation • Annual business review

11 PES program

Annual review to summarize4 achievements so as to quantify

the benefits

3 Reporting and documentingour progress

2 Working closely with you toexecute objectives

1 Mutual planning to determine objectives

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Mutual planning• Meet with key contacts at your location to

understand business initiatives• Establish measures and project value using

your business metrics• Prioritize importance of each objective and

define integrated roles• Develop action plans, including joint timelines

and milestones• Provide a commitment letter that summarizes

and helps track mutual objectives, as well as obtaining required signatures

Objective execution• Joint review of plans with your management

to develop team cooperation • Outline steps required to achieve desired

results• Establish and maintain factual, believable

baselines• Maintain close reciprocal communication

between sales and lube engineering team responsible for your account

• Provide regular progress reports in support of projected value and begin planning for future business improvements

Annual business review• Provide accounting of joint accomplishments

compared to commitments made earlier in the year

• Summarize benefits to this site, as well as performance improvements

• Confirm that numbers and figures presented are agreed upon by your personnel

• Prepare a complete and concise executive summary brief to ensure that each manager understands the value delivered and required actions

• Repeat the process

Benefit documentation• Provide positive and concrete facts related to

your situation• Complete value calculations using reliable

quantitative data or actual performance comparisons that are meaningful to you as the customer

• Keep reports simple and straightforward, with logically-organized contents and a clear indication of desired actions

• Explicitly communicate impact on this location’s business initiative(s), document actual savings, state source(s) for facts/measurements

• Benefits are documented in the following areas:

√ Less unscheduled downtime

√ Fewer machine replacement parts

√ Fewer labor costs

√ Fewer purchasing costs

√ Less lubricant consumption and waste

√ Increased production rate of acceptable goods

√ More effective maintenance control

√ Training seminars and clinics

11 PES program

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General safety rules

PurposeThe distributor’s primary objectives should be to ensure the safety and health of their employees.

Each distributor’s employee should become familiar with safety rules adapted by each individual distributor’s organization. Distributor supervisors/managers must enforce safe work practices through strict adherence to safety rules.

Most accidents can be prevented if everyone uses assigned safety equipment and follows the established safety rules. To operate a safe and successful business, here are some recommendations to follow:

Communication of safety rules should be accomplished by: • Discussion during new DLE hire orientation • Posting throughout the distributor’s facility • Annual training refresher • Third-party site safety overviews• Reinforcement by supervisors

Personal protective equipment (PPE) The intent of this document is to establish a consistent minimum PPE requirement for DLE applications while the DLE is at the customer’s operations and facilities. Any PPE purchased and issued must meet local regulatory requirements and recognized international standards (e.g., ANSI, ISO, EN), and when supplied to personnel it will be of fit-for-purpose quality PPE.

General requirementPPE includes protective equipment for the eyes, face, head and extremities, and protective clothing, and respiratory devices to prevent any hazard or irritant from causing injury or impairment to personnel. All DLEs should wear the basic PPE equipment when in designated work areas of a plant. In, general the following pieces of PPE should be worn:• Hard hat• Safety glasses with side shields• Long trousers• Safety shoes• Hearing protection — to be worn when work is done in areas of 80 dBA or greater.• Light-duty work gloves and heavy-duty chemical work gloves (if chemicals are involved)• Personal flotation device — where applicable

The distributor should have additional safety rules for specific operations and departments that apply to DLEs engaged in hazardous work areas or operations, such as those for: • Lockout-tagout • Confined space entry

Remember: PPE standard is not optional

Note: The distributor will be solely liable for any accidents incurred by the DLE while on distributor's and/or distributor's customers' premises (this includes distributor's potential customers' premises) caused by the actions, omissions or negligence of distributor, its customers and/or potential customers.

11 PES program — Attachment I

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Distributor Lubrication Engineer Assessment Matrix

1. Business skill

Competencies DLR Rating

B01 Customer responsiveness

Meets individual customers' needs quickly and efficiently by responding positively to feedback and effectively handling and logging complaints.

B02 Understanding business

Understands key business levers and how to act to improve performance/bottom line. Aware of the differing stakeholder interests in the business.

B03 Understanding standards

Confident application of operating standards relevant to the job and awareness of the wider framework of company standards and relevant legal requirements

B04 Performance management

Plans and prioritizes work to do the job well. Tracks progress against performance objectives or project plan.

B05 Problem-solving Solves simple problems in well-defined work situations. Sets priorities for tasks in order of importance.

B06 Numeracy Capable of verifying large amounts of numerical data. Can reach accurate, reasoned conclusions from available data.

B07 Financial understanding

Uses knowledge of finance to interpret a simple balance sheet and profit and loss account.

B08 Budget and cost control

Works within budget constraints; efficient allocation of resources with minimum waste. Avoids under-utilization.

B09 Negotiating skills Able to prepare simple negotiation strategy with risk analysis and predicted outcome. Effectively applies skills and techniques of negotiating.

B11 Information technology skill

Basic application of most Microsoft Office or other relevant applications. Familiar with relevant databases and able to use effectively.

B12 English language Competence in a limited range of predictable simple language tasks.

B13 Health and safety awareness

Full understanding of work permit system at customer premises. Able to undertake planned inspections of offices and customers' premises and develop improved work practices.

DLE name:______________________________________ Supervisor name:_______________________________________

Co. name:______________________________________ Field engr. name: _______________________________________

Date:__________________________________________ Assessment no.: _______________________________________

Scoring: 0 – Never displayed 1 – Hardly displayed 2 – Rarely displayed 3 – Sometimes displayed 4 – Often displayed 5 – Always displayed

PES program — Attachment II11

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2. Behavior

Competencies DLR Rating

C01 Open thinking and leaning

Has confidence to challenge fixed assumptions. Keen to try new approaches and acquire useful new skills.

C02 Interpersonal understanding

Seeks to understand what people are saying and reads body language or emotions.

C03 Personal impact and influence

Confident and positive manner. Uses direct discussion or presentation, e.g., appeals to reason, data, or others' self-interest via concrete examples.

C04 Bias for action Keen to get results. Looks for opportunities before being asked. Takes responsibility for overcoming obstacles in own work.

C05 Decision-making and judgment

Confidently makes decisions in own area of day-to-day problems where there are clear options. Applies rules, standards, common sense and commercial awareness where appropriate.

C06 Managing time and pressure

Remains calm during occasional periods of pressure, managing time and personal resources.

C07 Communication skills Conveys information fluently, interpreting and clarifying details and explaining rationale. Confident in presentation and discussion of factual data with a familiar audience.

C08 Facilitation skills Contributes as an active member of the group during meetings with effective and worthwhile contributions. Focuses on the key issues under discussion and on achievement of teams and meeting objectives.

C09 Networking Through day-to-day work, develops cooperative relationships with key contacts essential to get the job done. Shares and discusses ideas with others in the network.

C10 Teamwork Actively shares information and offers advice and encouragement to others in support of the best results. Demonstrates understanding of other team members' strengths.

C11 Leadership Understands own and others' roles and recognizes the importance of working to set objectives and performance standards. Adapts to change when necessary.

C12 Coaching and developing

Basic coaching skills. Aware of the value of sharing knowledge and experience. Makes time available to advise others when needed.

Subtotal

30

11 PES program — Attachment II

DLE name:______________________________________ Supervisor name:_______________________________________

Co. name:______________________________________ Field engr. name: _______________________________________

Date:__________________________________________ Assessment no.: _______________________________________

Scoring: 0 – Never displayed 1 – Hardly displayed 2 – Rarely displayed 3 – Sometimes displayed 4 – Often displayed 5 – Always displayed

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3. Lubes sales skill

Competencies DLR Rating

LS01 Competitor knowledge Understands the relative strengths and weaknesses of the main competitor business strategies and identifies likely opportunities.

LS02 Customer development

Has an adequate understanding of the customer business process. Develops and implements strategy for the development of the commercial relationship.

LS03 Business acumen Identifies current cost/value opportunities. Understands how these will impact on the cost of delivering company's product or service offering to the customer and the actual/perceived value to the customer.

LS04 Sales presentation Makes a sales presentation that addresses the current situation, highlights the ensuing problem, forces out consequences of the problem and therefore offers an appropriate solution.

LS05 Negotiation Enters into a negotiation and successfully identifies those aspects of their own and the opponents' offer that may be surrendered as concessions and those that may not, and the minima and maxima values of each to both parties.

LS06 Sales planning Understands the rationale and process used in sales planning, the administration of the sales planning system, and its relationship to the business and marketing plans.

LS07 Key account management

Understands the mechanic of KAM and its practice. Knows which market sectors, segments or customers are suitable for KAM and which are not, and why.

LS08 PES account management

Develops PES objectives and plans that are agreed upon with the customer and adhered to. Familiarity with the roles and individuals in customer decision-making unit. Coordinates PES strategy and implementation with key sales, marketing and supply personnel.

Subtotal

31

11 PES program — Attachment II

DLE name:______________________________________ Supervisor name:_______________________________________

Co. name:______________________________________ Field engr. name: _______________________________________

Date:__________________________________________ Assessment no.: _______________________________________

Scoring: 0 – Never displayed 1 – Hardly displayed 2 – Rarely displayed 3 – Sometimes displayed 4 – Often displayed 5 – Always displayed

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4. Technical knowledge

Competencies DLR Rating

TK01 Product knowledge Understands, interprets and recommends the advantages of the appropriate product solution for each application.

TK02 Lube surveys Understands and has conducted a few lube surveys. Knows where to source OEM/EB information.

TK03 Programs (e.g., UOA) Understands and has installed a program with customers. Can explain the advantages of programs and interpret results.

TK04 Equipment familiarization

Good knowledge of all the equipment and principles of operation.

TK05 Information resources Good knowledge of all information resources.

TK06 Troubleshooting problems

Capable of troubleshooting problems and providing solutions.

Subtotal

32

PES program — Attachment II11

DLE name:______________________________________ Supervisor name:_______________________________________

Co. name:______________________________________ Field engr. name: _______________________________________

Date:__________________________________________ Assessment no.: _______________________________________

Scoring: 0 – Never displayed 1 – Hardly displayed 2 – Rarely displayed 3 – Sometimes displayed 4 – Often displayed 5 – Always displayed

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Assessment scoring and evaluation

1. Business skill: Subtotal numbers 60

X 0.15 = _______%

2. Behavior Subtotal numbers 60

X 0.15 = _______%

3. Lubes sales skill Subtotal numbers 40

X 0.30 = _______%

4. Technical knowledge Subtotal numbers 30

X 0.40 = _______%

5. Total scoring percentage _______%

Scoring indicator:

90-100% Well-trained DLE, minimum supervision required. Advance technical training required.

70-89% Some supervision by LE with on-the-job training and on-the-job training with the DSM on business skill. Need to identify technical training required to improve technical skill.

50-69% Needs intermediate training and a lot of guidance from both LE and DSM. Identify weakness areas and work to improve. Spend more time in on-the-job training.

0-49 % Needs basic technical training and a lot of guidance from both the LE and DSM.Detail work plans required to improve business and technical knowledge.

33

11 PES program — Attachment II

DLE name:______________________________________ Supervisor name:_______________________________________

Co. name:______________________________________ Field engr. name: _______________________________________

Date:__________________________________________ Assessment no.: _______________________________________

Scoring: 0 – Never displayed 1 – Hardly displayed 2 – Rarely displayed 3 – Sometimes displayed 4 – Often displayed 5 – Always displayed

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